Une étude en anglais de la façon dont la famille Mulliez et notamment Gérard Mulliez gère leur empire de marque autour de l'entreprise française Auchan. Cet essai comprends une description de l'entreprise Auchan avec un historique de celle-ci, de la famille Mulliez grâce à un organigramme, de la personnalité de Gérard Mulliez et de toutes les branches du groupe.
Sommaire de l'étude de cas
II. The Auchan success story
III. The family
IV. Gérard Mulliez
V. A criticized yet successful management.
VI. Stuck in the family?
VII. The dimension of governance
Extraits de l'étude de cas
[...] Governance is linked to the leader's personality. And as described before, Gérard Mulliez is a charismatic, objective and discrete man who is managing the group Auchan by involving everybody and by following behaviors rules. This way of governance will show an example to the other members of the family, employees and partners and then they will follow this behavior patterns. This will maintain the durability of the company. VIII. Conclusion Gérard Mulliez was a very successful and talented manager and president of the Auchan group, one of the first international retail company. [...]
[...] It is a pact of shareholders, all from the Mulliez family which can be considered as a holding company. This association was created in 1955 by Louis Mulliez the grand father of Gérard Mulliez in order to maintain his patrimony untouched and to share in a equal manner this patrimony between the 11 heirs. Now the association evolved and now strive for the financing of the group. The 550 members meet once a year in order to talk about the company's enhancement and the potential investments. [...]
[...] External actors are literally banished from the business because family members can buy and sell their shares to each others but not to an external member. The dimension of creation and entrepreneurship is a central aspect of the family culture. As an example, the father of Gérard Mulliez specified in his legacy that the children can benefit from this amount of money only if it is for creating a company and with the agreement of two other children at least. Solidarity is a capital aspect for the family too. [...]
[...] Another part of the members of the Mulliez family belongs the family circle and the ownership circle. They are owning some of the group's shares but they are not working for the group. A person like Jeannette Mulliez can illustrate this position as she is Gérard Mulliez's cousin and she owns some of Auchan's shares. Some other members of the family can decide to pertain to the family cycle and business cycle. It means that they belong to the Mulliez family and they are working in one of the group's banch but they decided not to own any shares of the company. [...]
[...] In fact, Auchan opened supermarkets in Spain, then Italy, Luxembourg, Poland, Hungary, Thailand, and China, from 1981 to 2000. Now Auchan is present in all these countries so as Russia, Ukraine, Dubai, Morocco, Taiwan, and Romania. The group also bought various supermarket companies in several countries as in Italy. This internationalization was followed by the creation of the bank Accord, the bank of Auchan, of Voyagesauchan, a travel agency and the launching of the Auchan products, Auchan Drive, an online delivery service, Auchan Direct, the online shop, etc. [...]
À propos de l'auteur
Sarah H.Management organisationAuchan and the Mulliez family